But surely it is barmy to tinker with a successful business model?
但是,但是如此巨大地改动成功的商业模式是不是疯了?
A close inspection of the firm s rise reveals that Mr Zhang has never adhered toconventional wisdom.
进一步审视海尔的崛起之路不难发现,张瑞敏从不会受制于传统观念。
Haier became China s biggest fridge-maker in 1999 in part by acquiring lots of lossmakinglocal rivals.
1999年,海尔成为中国最大的冰箱制造厂,一个原因是他不断兼并国内日益亏损的竞争对手。
Mr Zhang looked for firms with strong products and markets but inept leadershipstunnedfish, he calls themthat could be turned around by superior management.
张瑞敏注意到的是那些产品质量过硬、有一定市场份额而管理不善的公司他称之为休克鱼这些公司能够通过先进的管理扭转格局。
His un-Chinese obsession with quality and branding helped, earning his products apremium even during periodic price wars.
他对产品质量、品牌的非中国特色式痴迷,让他在周期性的价格战中为其产品赢得了一项荣誉。
He also emphasised top-flight service, rare in China, promising that machines would befree if not delivered within 24 hours.
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